Page 166 - Organizational Project Management

Appendix I—Program and Portfolio Management Process Models

.1 PORTFOLIO INITIATING PROCESSES

Portfolio Scope Initiation
Portfolio scope initiation is the process of formally establishing and autho-
rizing a new portfolio, or the reassessment of an existing portfolio. This
process includes the definition of criteria for the types of projects to be
included in the scope of the Portfolio and to kill those projects that do not
continue meeting the criteria.

Portfolio Scope Initiation

Inputs Tools & Techniques Controls Outputs
.1 Organizational Objective .1 Program and Project .1 Organizational financial .1 Portfolio charter
function description selection methods expectations or constraints .2 Portfolio Leader identified
.2 Strategic plan .2 Scoring methods .2 Risk tolerance and assigned
.3 Historical information .3 Techniques such as .3 Business goals, .3 Portfolio Project mix
Net Present Value or .4 Investment decisions .4 Constraints
Return on Investment .5 Executive Oversight .5 Assumptions
.4 Expert judgment

.2 PORTFOLIO PLANNING PROCESSES

Portfolio Plan Development
Uses the outputs of the other planning processes, including strategic plan-
ning, to create a consistent, coherent document that can be used to guide
both Portfolio execution and Portfolio control.

Portfolio Plan Development
Inputs Tools & Techniques Controls Outputs
.1 Other planning outputs .1 Stakeholder skills and .1 Business goals .1 Portfolio plan
.2 Historical information knowledge .2 Executive oversight .2 Supporting detail
.3 Organizational policies .2 Portfolio management .3 Portfolio Project Mix
.4 Constraints information system
.5 Assumptions (PMIS)
.3 Earned value management
(EVM)

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