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Representative POMs are described for Components' Contribution Recognition Methods at each level of maturity.

1Initial

• Practice

  Leverage PPM staff expertise.

  Outcome

  Staff with expertise will more accurately identify project portfolio component contributions.

  Metric

  Number of available staff with prior expertise identifying strategic contributions from project portfolio components.

• Practice

  Leverage professional networks and emulate successes.

  Outcome

  The use of methods that are known to be effective will accelerate the organization's learning and provide early successes.

  Metric

  Number of imported or adapted approaches.

2Basic

• Practice

  Create and use contribution maps (e.g. decision trees, cause and effect diagrams, 4S, etc.) to link projects' contributions to strategic objectives, based on financial contributions, market share growth, etc.

  Outcome

  Methods that dice, slice, and splice data views facilitate analysis and planning.

  Metrics

  • Number of available financial contribution maps.
  • Number of map-type uses (e.g. financial, market share, capability development, and so forth).

• Practice

  Create contribution maps (e.g. decision trees, cause and effect, eight P's, etc.) based on competence enrichment (knowledge, skills, techniques, etc.).

  Outcome

  Methods consistently recognize strategic contributions that enhance competences and organizational capability.

  Metrics

  • Number of available competence contribution maps.
  • Number of competence map uses.

3Intermediate

• Practice

  Create contribution maps (e.g. decision trees, cause and effect, six Ms, etc.) based on capability performance objectives.

  Outcome

  Methods consistently recognize performance improvement contributions. (Higher performance ability generates value only if exercised).

  Metrics

  • Number of available operational performance contribution maps.
  • Number of operational performance map uses.

• Practice

  Assign quantity attributes to contribution maps (e.g. decision trees, cause and effect diagrams, etc.) with percentage or value of market share, and so forth).

  Outcome

  Methods ensure large value contributions are distinguished for prioritization and facilitate computerization.

  Metrics

  • Number of available quantitative contribution maps.
  • Number of quantitative map uses.

4Advanced

• Practices

  • Provide aggregated views of contributions across the portfolio.
  • Minimally, show aggregates for projects contributing to any strategic objective, and aggregate for each project across strategic objectives.

  Outcome

  Aggregate and time line contribution views aid in analysis and planning.

  Metrics

  • Number of aggregated views available.
  • Number of uses of aggregated views.

• Practice

  Provide project portfolio component contributions to strategic objective views.

  Outcome

  The contribution(s) of individual project portfolio components is clear.

  Metrics

  • Number of project portfolio components with strategic contributions identified.
  • Number of components whose contributions have not been identified.

5Optimized

• Practice

  Enable multi-target (strategic objectives) and multi-source (project portfolio components) contribution analysis.

  Outcome

  Methods that support multi-source and multi-target contributions provide a more complete picture that facilitates improved analysis and planning.

  Metrics

  • Number of components that contribute to multiple strategic objectives.
  • Number of strategic objectives with multiple components contributing.

• Practice

  Expand strategic contribution mapping (e.g. decision trees, cause and effect diagrams, etc.) capability to the relevant business ecosystem.

  Outcome

  Contributions to the security and reliability of supply or distribution channels as well as savings and benefits to partners need to be analysed for a more complete data set.

  Metric

  Number of vendors and partners identified as contributing to strategic objectives.