Components' Contribution Recognition Methods
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.