Delivery Process: Portfolio Management Reference Model |
This process model provides a common structure that consists of standardized definitions, critical objectives, high-level activities, and expected outcomes, as well as process guidance, based on industry-recognized practices as applied to the specific targeted market segments.
| Description |  | Work Breakdown Structure |  | Team Allocation |  | Work Product Usage |  |
Scope
This generalized process model serves as a framework to support targeted vertical market segments such as these: Product Portfolio Management Project Portfolio Management Application Portfolio Management
Relationships
Context | Product Portfolio Management Practice
Description
The reference model in Figure 1 illustrates several dependencies and feedback loops among typical tasks performed in managing a portfolio. At its highest level, it depicts three primary data cycles or activities. Figure 1. Portfolio Management Reference Model The Define Portfolio Structures and Metrics activity generates quantifiable structures and measurements that are derived from the strategic planning process. These are then used to promote alignment of the portfolio components with the organization’s critical objectives and direction. The Define and Prioritize Portfolio activity captures the flow that guides the transition of all new work elements within the portfolio that are being considered (for example: projects, products, enhancements, user requests, production support). The Balance and Authorize Portfolio activity captures the flow that compares all new work elements to all elements that are works in progress so that an organization can identify any addition, removal, or change required to maintain an optimal portfolio. The Monitor and Control Portfolio activity captures the flow that regulates all work in progress to identify negative trends and variances to help an organization to develop corrective action plans.
Properties
Event Driven |
Multiple Occurrences |
Ongoing |
Optional |
Planned |
Repeatable |
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