IVI Framework Viewer

Representative POMs are described for Impact Modelling and Scenario Analysis at each level of maturity.

1Initial

• Practice

  Perform some initial high-level impact monitoring.

  Outcome

  Individual managers may have some initial oversight of costs, business value/benefits, and risks.

2Basic

• Practice

  Monitor changes in the business impact or value at risk for key programmes and projects, based on individual benefit assessments.

  Outcome

  There is growing transparency of the business importance of selected programmes and projects.

  Metric

  % of programmes/projects with impact monitoring.

• Practice

  Track business benefits at the end of the programme or project.

  Outcome

  The finance department has visibility of the “real” costs of the programme or project.

  Metric

  % of projects with benefit tracking.

• Practice

  Monitor key risks logged within a project risk register.

  Outcome

  Key risks can be addressed by the programme or project manager.

  Metric

  % of risks logged within a risk register that are monitored.

• Practice

  Monitor the progress and impact of corrective actions for key programmes and projects.

  Outcome

  Basic transparency is available on the impact of corrective actions.

  Metric

  % of programmes/projects that monitor the impact of corrective actions.

• Practice

  Conduct scenario analysis for selected programmes and projects.

  Outcome

  “What if” analysis for key programmes and projects can be carried out for high severity risks or scenarios.

  Metric

  % of programmes/projects with scenario analysis conducted.

3Intermediate

• Practice

  Monitor changes in the business impact or value at risk for most programmes and projects by collecting information from a structured Benefits Assessment and Realization (BAR) process.

  Outcome

  There is clear transparency with respect to any changes in the expected business impact of most programmes and projects.

  Metric

  % of programmes/projects with impact monitoring.

• Practice

  Track business benefits between the stages of project approval and project completion (inclusive).

  Outcome

  The business case and cost–benefit analysis can be compared to see if the expected benefit is gained.

  Metric

  % of projects with benefit tracking.

• Practice

  Establish a formal process to monitor portfolio risks, and communicate these risks to other portfolios.

  Outcome

  Risks can be monitored and addressed at a business unit level.

  Metric

  % of risks logged within a risk register that are monitored.

• Practice

  Monitor the progress and impact of corrective actions for most programmes and projects.

  Outcome

  There is clear transparency on the impact of corrective actions across most programmes and projects.

  Metric

  % of programmes/projects that monitor the impact of corrective actions.

• Practice

  Conduct scenario analysis for most programmes and projects within the portfolio.

  Outcome

  Decision-making and planning are enhanced by the availability of scenario analysis across most of the portfolio.

  Metric

  % of programmes/projects with scenario analysis conducted.

4Advanced

• Practices

  • Regularly monitor changes in the business impact or value at risk for all programmes and projects by collecting information from a structured Benefits Assessment and Realization (BAR) process.
  • Actively engage Portfolio Management in the Benefits Assessment and Realization (BAR) analysis.

  Outcome

  There is clear transparency with respect to any changes in the expected business impact of all programmes and projects, and aggregated monitoring of the business impact of the entire portfolio.

  Metric

  % of programmes/projects with impact monitoring.

• Practice

  Track business benefits throughout the operational support life cycle.

  Outcome

  The true business value/benefits reflects the operational support costs, and can be compared against the anticipated benefits.

  Metric

  % of projects with benefit tracking.

• Practice

  Adopt the process to monitor portfolio risks across each portfolio organization-wide, and share relevant risk information.

  Outcome

  Risks can be monitored and addressed across the organization.

  Metric

  % of risks logged within a risk register that are monitored.

• Practice

  Monitor the progress and impact of corrective actions across all programmes and projects.

  Outcome

  There is clear transparency on the impact of corrective actions across all programmes and projects.

  Metric

  % of programmes/projects that monitor the impact of corrective actions.

• Practice

  Conduct scenario analysis for the entire portfolio, and consider any new strategic decisions (e.g. market development, governance issues).

  Outcome

  Decision-making and planning are enhanced by the availability of scenario analysis across the entire portfolio.

  Metric

  % of programmes/projects with scenario analysis conducted.

5Optimized

• Practices

  • Continually review and update changes in the business impact or value at risk for the portfolio.
  • Implement a structured feedback loop between Portfolio Management (PM) and Benefits Assessment and Realization (BAR).

  Outcomes

  • There is clear transparency with respect to any changes in the expected business impact of all programmes and projects.
  • Impact analysis continually addresses the organization's requirements.

  Metrics

  • % of programmes/projects with impact monitoring.
  • Yes/No indicators re feedback loops between PM and BAR.

• Practice

  Focus the tracking of business benefits on the total business value contributions from the portfolio's investments.

  Outcome

  The comparison of actual versus anticipated business value/benefits enables senior management to adjust their spending plans to support the delivery of the required ROI.

  Metrics

  • % of projects with benefit tracking.
  • % of the portfolio that delivers the expected ROI (in line with the business case).

• Practice

  Continually optimize and benchmark the process for monitoring portfolio risks through use of feedback and improvement loops.

  Outcomes

  • The process provides clear visibility into all portfolio-related risks.
  • All relevant stakeholders are kept up-to-date on important changes in risks.

  Metrics

  • % of risks logged within a risk register that are monitored.
  • % of risks reported to relevant stakeholders.

• Practice

  Continually optimize the process used for monitoring the progress and impact of corrective actions.

  Outcome

  There is clear and up-to-date transparency on the impact of corrective actions across all programmes and projects.

  Metric

  % of programmes/projects that monitor the impact of corrective actions.

• Practice

  Continually update the scenarios used for the analysis and planning of the portfolios in accordance with the organization's overall strategy.

  Outcomes

  • Decision-making and planning are enhanced by the availability of scenario analysis across the entire business ecosystem portfolio.
  • The assumptions underlying these scenarios are based on expert advice or opinion (internal and external to the organization).

  Metrics

  • % of programmes/projects with scenario analysis conducted.
  • % of scenarios revised due to the “current working climate”.