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Representative POMs are described for Status Reporting at each level of maturity.

1Initial

• Practice

  Perform some initial high-level reporting, as and when required.

  Outcome

  Individual managers may have some oversight of portfolio progress, impact and resource allocation.

  Metric

  % of programmes/projects with a current status report.

2Basic

• Practice

  Establish a basic reporting process that outlines the current programme or project status and levels of resources, and circulate to the relevant manager.

  Outcome

  There is growing transparency on fundamental portfolio data such as current status and resource utilization.

  Metric

  % of programmes/projects with a current status report.

• Practice

  Report on key deviations and risks to the portfolio's progress based on direct requests or following risk incidents.

  Outcome

  There is growing transparency on any issues that may impact the portfolio's success.

  Metric

  % of programmes/projects for which deviations and risk are reported.

• Practice

  Capture some (informal) feedback on the relevance and frequency of portfolio status reports.

  Outcome

  Some of the problems in the reporting model have been described and documented.

  Metric

  # of reporting inefficiencies identified.

3Intermediate

• Practices

  • Use a standard template for reporting current status on most programmes and projects within the portfolio.
  • Circulate the reports to the portfolio's manager at an agreed frequency (weekly, bi-weekly, monthly).

  Outcome

  The status reports, detailing the levels of resources currently allocated to the portfolio, support decisions on reprioritization if required.

  Metric

  % of programmes/projects with a current status report.

• Practices

  • Use a standard template for reporting most deviations and risks to the portfolio's progress.
  • Circulate the reports to the portfolio's manager at an agreed frequency (weekly, bi-weekly, monthly).

  Outcome

  There is clear transparency on most of the issues that may impact the portfolio's success.

  Metric

  % of programmes/projects for which deviations and risk are reported.

• Practice

  Conduct a structured review and evaluation of the effectiveness and efficiency of reporting within IT and some other business units.

  Outcome

  The Portfolio Planning and Prioritization (PPP) board can plan for corrective actions to be taken with respect to inefficiencies in the reporting model.

  Metrics

  • # of reporting inefficiencies identified.
  • % of identified inefficiencies addressed.

4Advanced

• Practices

  • Implement a consistent and formal process for organization-wide current status reporting on all programmes and projects within the portfolio.
  • Provide these reports to a senior management board/centralized Portfolio Planning and Prioritization (PPP) board.

  Outcomes

  • Reports for all programmes and projects within the portfolio are current and available, which supports better prioritization within the portfolios.
  • There is enhanced control of resource usage and allocation across the portfolio.

  Metric

  % of programmes/projects with a current status report.

• Practices

  • Implement a consistent and formal process, aligned with the organization's requirements, for reporting all deviations and risks to the organization-wide portfolio's progress.
  • Provide these reports to a senior management board/centralized Portfolio Planning and Prioritization (PPP) board.

  Outcome

  There is clear transparency on all issues that may impact the portfolio's success. The impact of these issues are highlighted earlier and can be dealt with in a way that will not adversely impact the critical path of activities.

  Metric

  % of programmes/projects for which deviations and risk are reported.

• Practice

  Conduct a structured review and evaluation of the effectiveness and efficiency of reporting, and the value it delivers to management, organization-wide.

  Outcomes

  • Inefficiencies in the reporting system are identified and can be addressed.
  • The status reports serve as the basis of portfolio monitoring by management.

  Metrics

  • # of reporting inefficiencies identified.
  • % of identified inefficiencies addressed.

5Optimized

• Practices

  • Provide reports (both detailed and summary level) on all activities in the portfolio across the business ecosystem.
  • Provide these reports, in turn, to a senior management board/Portfolio Planning and Prioritization (PPP) board.

  Outcomes

  • Up-to-date resource information and portfolio status is available to a senior management board/centralized PPP board.
  • Managers have confidence that decisions made reflect the strategic direction of the organization.
  • The portfolios can consolidate their resources to ensure that they are aligned with the overall organization's strategy based on accurate and timely data from the status reports.

  Metric

  % of programmes/projects with a current status report.

• Practices

  • Provide reports (both detailed and summary level) for all deviations and risks to the portfolio's progress across the business ecosystem.
  • Provide these reports, in turn, to a senior management board/centralized Portfolio Planning and Prioritization (PPP) board.

  Outcome

  Each portfolio can take decisions with respect to deviations and risks, and drive actions which are based on accurate information.

  Metric

  % of programmes/projects for which deviations and risk are reported.

• Practice

  Conduct a structured review and evaluation of the effectiveness and efficiency of reporting, and the value it delivers to management, throughout the business ecosystem.

  Outcomes

  • Inefficiences in the reporting system are addressed.
  • The status reports serve as the basis of portfolio monitoring by management.
  • The reporting approach is adopted as an industry standard by similar organizations.

  Metrics

  • # of reporting inefficiencies identified.
  • % of identified inefficiencies addressed.