IVI Framework Viewer

Components' Contribution Recognition Methods

A2

Select methods and processes that identify the contributions that project portfolio components can make to the organization's strategic objectives.

Improvement Planning

Practices-Outcomes-Metrics (POM)

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.