Tasks for Head of Portfolio >

Organise the quarterly reviews and maintain records of the discussion.

Ensure that opportunities and threats that have been identified are processed effectively

There will become a point where the glint will need to move to Idea Triage, it is your decision as to when this will happen and when you will take it to the portfolio board.

Organise the quarterly reviews and maintain records of the discussion.

Ensure that opportunities and threats that have been identified are processed effectively.

There will become a point where the glint will need to move to Idea Triage for a more formal review.

Assure the Strategic Assessment framework analysis has been undertaken.

The risk profile tools should be completed as part of the overall impact assessment, you should make sure you are happy with the analysis and level of risk. 

Record the decision on the idea.

At this point the idea could be going, stopping or being delayed.

This decision and reasons for the decision should be recorded in the portfolio systems.

The reasons for the decision may be based on information that may change in the future, which may make the idea more or less viable.

For example, the idea may be stopped due to lack of funds, this may change or a grant may become available to help.

Confirm that the governance arrangements meet the portfolio needs.

Confirm that Organisation X standards are being met.

The governance model should take in to account the levels of authority needed to make decisions at the board level and the amount of scrutiny that will be required during the delivery.

The main decision at this point is whether it is a programme or a project and how it fits into the portfolio.

The membership of the proposed board should take on board a wide range considerations but each person should have responsibility for a decision, opinions are important but should be part of stakeholder engagement rather than governance.

Confirm portfolio alignment.

Whether a programme or project brief, it will need to have your signature to confirm that the impact assessment on the overarching portfolio has been reviewed and you are happy with the direction.

This should now be included into the portfolio plan and dependency network.

Sign off portfolio alignment.

As part of the Internal Scrutiny Gate procedures you should ensure that the direction and change being proposed by the initiative is aligned with the objectives, direction, delivery, dependencies and plans within the portfolio.

Amend assessment and review processes if necessary.

Update the portfolio financial forecasts and produce revised forecasts as necessary.

Each of the programmes and project budgets should be re-baselined and adjusted as appropriate once decisions have been made on actions to be taken.

Review benefits forecasts and assemble projections.

This is normally a complex area with a mix of cashable and non-cashable, financial and non-financial benefits. The justification for the portfolio will be based on these benefits and their balance.

Therefore, the correct balance of benefits to justify the portfolio must be in place and the board notified if there are any issues.

Conduct review of statutory compliance risks from portfolio initiative activities.

Update the portfolio Risk Profile and instigate any changes.

Statutory compliance risks should be cascaded down into the programmes to enable effective tracking.

Develop the reports on the effectiveness of programme and project delivery and compliance.

Produce supporting information on performance at Gate reviews.

Produce supporting information on programme/project? Performance and compliance.

The reports should illustrate the performance of the programmes and projects in terms of time, cost and quality.

It should illustrate lessons learned that are gathered as part of normal delivery.

A key element of this is compliance to the Align Framework standards, which should be underpinning performance. Update Align over time to reflect lessons learned.

Sign off portfolio alignment.

As part of the Internal Scrutiny Gate procedures you should ensure that the direction and change being proposed by the initiative is aligned with the objectives, direction, delivery, dependencies and plans within the portfolio.

Initiate the evaluation and produce evidence.

This may be a one off review linked to a specific major outcome and benefit release  or it may be monitoring trends, particularly where the benefits are socio economic.

This is a key part of the lessons learned process and building maturity.

Validate the  supporting evidence as proof that the benefit has been released.

To be able to claim benefits there must be supporting evidence that the measures have been achieved.

Internal benefits are likely to be easier to prove than external socio economic. However, proving non-financial benefits can also be complex.

An independent assessment either by yourself or peer review is a good validation.

Ensure that lessons learned about techniques and calculations are learned and advice and standards updated accordingly.

Sign off portfolio alignment.

As part of the Internal Scrutiny Gate procedures you should ensure that the direction and change being proposed by the initiative is aligned with the objectives, direction, delivery, dependencies and plans within the portfolio.

Sign off portfolio alignment.

As part of the Internal Scrutiny Gate procedures you should ensure that the direction and change being proposed by the initiative is aligned with the objectives, direction, delivery, dependencies and plans within the portfolio.

Sign off portfolio alignment.

As part of the Internal Scrutiny Gate procedures you should ensure that the direction and change being proposed by the initiative is aligned with the objectives, direction, delivery, dependencies and plans within the portfolio.

Sign off portfolio alignment.

As part of the Internal Scrutiny Gate procedures you should ensure that the direction and change being proposed by the initiative is aligned with the objectives, direction, delivery, dependencies and plans within the portfolio.

Sign off portfolio alignment.

As part of the Internal Scrutiny Gate procedures you should ensure that the direction and change being proposed by the initiative is aligned with the objectives, direction, delivery, dependencies and plans within the portfolio.

Sign off portfolio alignment.

As part of the Internal Scrutiny Gate procedures you should ensure that the direction and change being proposed by the initiative is aligned with the objectives, direction, delivery, dependencies and plans within the portfolio.

Sign off portfolio alignment.

As part of the Internal Scrutiny Gate procedures you should ensure that the direction and change being proposed by the initiative is aligned with the objectives, direction, delivery, dependencies and plans within the portfolio.