Overview
This metric establishes the link between the operational and strategic layers
of the organization by using the Portfolio Management model. An important
dimension of the portfolio management value proposition is to provide a
framework to manage and trace management accountability across the product portfolio
decision process.
The linkage between the operational and strategic layers of the organization
can take several shapes, depending on several internal and external factors.
There are some drivers that can influence the specific portfolio governance
metrics that need to be part of the portfolio management process:
- Management organizational structures and responsibilities
- Capabilities of the supporting systems
- Level of management oversight imposed by industry regulations and compliance
requirements
Measurement method
Total number of portfolio governance controls that apply to each type of (proposed
or ongoing) work.
Measurement analysis
This metric is typically represented across the entire lifecycle of the portfolio
management model, both as part of the initial review and assessment of new work
being considered for inclusion in the portfolio as well as during the ongoing
monitoring and controlling activities.
Examples
Some metrics, such as “funding approval,” focus on tracking that specific
steps or tasks are diligently conducted as part of the reviews and approvals
of work. This typically serves to demonstrate that no exceptions to the approval
process are allowed.
Other metrics, such a “proportion of projects released without a budget baseline,”
are designed to reflect the general quality of the information used for management
decisions. In such cases, the metric is used to capture the current state of
business, which helps executives set targets for improvement and measure
the progression toward those targets.
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