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Project Portfolio Component Evaluation and Approval

C1

Evaluate and approve project portfolio components (projects, programmes, and sub-portfolios) based on their strategic contribution, and their ranking and rating versus alternative components. Evaluate the potential impact on cash flow of prioritizing the portfolio.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Project Portfolio Component Evaluation and Approval at each level of maturity.

1Initial
  • Practice
    Rely on staff expertise.
    Outcome
    Basic evaluation and approval mechanisms are in place.
    Metric
    Number of staff with project portfolio component evaluation experience.
  • Practice
    Leverage professional networks and emulate successes.
    Outcome
    Known good practices can be put in place quickly.
    Metric
    Number of adapted methods for project portfolio component evaluation.
2Basic
  • Practice
    Approve project portfolio components based on ranking and rating scores and established thresholds.
    Outcome
    Projects are approved on merit.
    Metric
    Number of project portfolio components approved without consideration of merit.
  • Practice
    Adjust acceptance threshold for each strategy thread or set of objectives.
    Outcome
    Project filtering and approval is tailored to the strategy.
    Metric
    Number of strategic objects without portfolio acceptance thresholds.
3Intermediate
  • Practice
    Set the project run-order based on ranking, rating, priority, organization and resource constraints, and the level of risk to which the component exposes the portfolio.
    Outcome
    A viable execution run order for projects emerges.
    Metric
    Number of objections to published and proposed run-orders for project portfolio components.
  • Practice
    Ensure efficient and effective use of portfolio resources and staff in determining the run-order of projects.
    Outcome
    Under utilized resources are released back to the business or their contracts are terminated.
    Metric
    % utilization of project portfolio resources.
4Advanced
  • Practice
    Review and regularly improve processes and procedures for project acceptance and prioritization.
    Outcome
    Business case evaluations, ranking, rating, and approval cycles get shorter.
    Metric
    Number of improvements implemented in a time period (e.g. 6-months).
  • Practice
    Evaluate the impact on cash flow of prioritizations and any associated rescheduling.
    Outcome
    Analysis of cash timings avoids shortages and unused surpluses.
    Metric
    Available Euro-days and borrowed euro-days.
5Optimized
  • Practice
    Leverage research outputs to identify the best approaches to project portfolio component selection and prioritization.
    Outcome
    Project evaluations are comprehensive, and poor or high risk projects are indicated for exclusion from the portfolio.
    Metric
    Number of innovations in project portfolio component evaluation methods innovations over a defined time period (e.g. 6 months).
  • Practice
    Leverage research outputs for resource balancing techniques that best maximize the effective use of portfolio resources and staff.
    Outcome
    Portfolio project throughput is enhanced by more effective use of available project portfolio resources.
    Metric
    Number of research-informed innovations in project portfolio component evaluation methods innovations over a defined time period (e.g. 6 months).