IVI Framework Viewer

Project Portfolio Component Support

C3

Gain senior management support and approval for the removal of obstacles to the progress of project portfolio components. Be responsive to project and programme managers who have escalated issues to the portfolio level. Attend project meetings to show support and be particularly responsive to agile projects.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Project Portfolio Component Support at each level of maturity.

1Initial
  • Practice
    Rely on staff expertise.
    Outcome
    Portfolio management staff provide assistance to project and programme management staff.
    Metric
    Number of staff with expertise to support project portfolio components.
  • Practice
    Leverage professional networks and emulate successes.
    Outcome
    Project portfolio component support follows working practices that are known to be effective and that can be deployed quickly.
    Metric
    Number of approaches and methods adapted from external sources that are used to support project portfolio components.
2Basic
  • Practice
    Develop processes and procedures for communicating project portfolio component issues to portfolio management.
    Outcome
    Filtering and routing of the many issues that can arise across the portfolio components improves, with fewer help requests being reassigned or returned.
    Metric
    Number of issue types or categories addressed by procedures.
  • Practice
    Act promptly on reported project portfolio component issues.
    Outcome
    The portfolio is better able to support projects using agile methodologies and the overall process tends to become more agile.
    Metric
    The time it takes to resolve project portfolio component issues.
3Intermediate
  • Practices
    • Document/record project portfolio issues.
    • Ensure the order in which issues are dealt with is determined by the sequence in which they arose and by the priority of the portfolio component to which they relate.
    Outcome
    Issues raised to portfolio level are dealt with in a benefits order and a balance is maintained across portfolios, which ensures there are no roadblocks.
    Metric
    The time taken to resolve issues, classified by their priority level.
  • Practice
    Clarify roles and governance boundaries for project portfolio issue management.
    Outcome
    When staff understand the scope of their authority and that of those around, above, and below them, issues will be sent to the level best authorized to deal with them.
    Metric
    Number of issues that were redirected for decisions.
4Advanced
  • Practice
    Use advanced sophisticated methods to analyse component assistance requests.
    Outcome
    Repeat issues are identified, Q&As can be put together, and generic solution automations can be considered.
    Metric
    Number of recurring issues identified.
  • Practice
    Resource and/or optimize portfolio management to ensure responsive and effective support structures are maintained.
    Outcome
    Component support will not become a bottleneck or a cause of stoppages.
    Metric
    The time taken to resolve issues, with indications of variance from average times.
5Optimized
  • Practice
    Develop project oversight and monitoring capabilities that can detect many project problems and put a proactive set of supports be in place — e.g. earned value, S-curve analysis, etc.
    Outcome
    Potential issues are identified and dealt with before any disruption occurs.
    Metric
    Number of automatically detected project portfolio component issues.
  • Practice
    Extend support to and receive support from the wider business ecosystem, as appropriate.
    Outcome
    A wider set or resources are available to enable resolution of issues.
    Metrics
    • Numbers of instances of assistance provided to stakeholders in the wider business ecosystem.
    • Number of instances of assistance received from stakeholders in the wider business ecosystem.