Interaction Dictionary

The portfolio management will receive an outcome or performance alert from Monitoring & Evaluation via its sub-activity PM1.Scope. It will be the context also for the PM2.Decision Analysis.

Additional activities can be defined, but these are not considered at this moment, (and for this version of the tool).

Resources for portfolio management include:

• The Portfolio: this is the collection of all projects that are under consideration. Each project in the portfolio has a scope in terms of the primary and support activities that it may affect (project scope), and the value impact it may achieve (it would follow from the change proposition).
• A Project Charter is the final deliverable for the preliminary investigation phase. It defines the project scope (w.r.t. to the business model), the change proposition and its value impact, the plan (which kind of project), methodology, standards, and so on.
• The Alert Register is the register listing all the alerts that have been received

If a project proposal is promising, and the steering body selects it for execution, then a project charter must be drafted for the project.

A steering body consisting of executive business and system managers will study and prioritize competing project proposals to determine which projects will return the most value to the organization and thus should be approved for continued systems development.

Managing a Collective Portfolio

Portfolio management can be performed by a single actor, for the worksystem he or she operates. In a Collective Portfolio, alerts originate from various autonomous stakeholders.

Description