Index
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accuracy of forecasting
achievability
ad hoc implementation
affordability
American Express
analytical hierarchy process
Ashfield District Council
Aston Martin
attractiveness
balanced scorecards
balancing
baseline data
benefits
categorization
portfolio definition and delivery cycles
portfolio management
strategic objectives’ alignment with initiatives
validation
valuation
benefits calculation rules, Standard Chartered Bank
benefits eligibility rules
benefits forecasts
see also benefits modelling
benefits management
benefits management framework
benefits managers
benefits-mapping workshops
benefits modelling
see also benefits forecasts
benefits realization
benefits realization plans
Best Management Practice guides, MoP and
‘big bang’ implementation
Boston Consulting Group (BCG)
bottom-up approaches
Bruch, H., and Vogel, B.
‘bubble’ matrices
budgeting
see also financial management
business as usual (BAU)
business cases
change initiatives
financial plans
guidance and templates
performance management
portfolio manager’s role
reliability
valuation of benefits
business change directors
business change impact evaluation, multi-level portfolios
business change lifecycle
review schedules
update downloads
business value and criticality matrix
Cabinet Office
Cambridgeshire County Council
categorization
benefits
mandatory projects
stakeholders
see also portfolio segmentation
champion-challenger model
change delivery committees (CDCs)
change initiatives
alignment with strategic objectives
attractiveness and achievability
inclusion in organizational portfolios
portfolio direction group’s role
portfolio management objectives
portfolio office’s function
staged/phased implementation
see also categorization; prioritization
climate, organizational energy source
collaborative working
financial management
performance management
portfolio balancing
portfolio direction group’s role
portfolio director’s role
risk management
stakeholder engagement
strategic planning
comfortable energy
communication
see also documentation; graphical representations; stakeholder engagement
connection, organizational energy source
consultation see collaborative working; stakeholder engagement
content, organizational energy source
context, organizational energy source
continuous improvement
control limits, financial management
corporate governance see organizational governance
corporate standards see standards
corrosive energy
cost-effectiveness, portfolio management
Cranfield Information Systems investment portfolio
Criminal Justice System Information Technology (CJS IT)
criticality and complexity matrix
decision-conferencing
decision-making
senior management and
see also governance
delivery
business change lifecycle and
categorization and
portfolio definition cycle output
portfolio direction group’s and progress group’s role
portfolio-level review content
portfolio management objective
portfolio office’s function
see also change delivery committees (CDCs); delivery plans; implementation; portfolio delivery cycles
delivery confidence assessments
delivery plans
as baseline
benefits realization plans
business change directors
financial plans
portfolio direction group’s role
portfolio manager’s role
portfolio office’s function
portfolio progress group’s role
staged/phased implementation
demand, resource management
dependencies maps
dependency management
portfolio-level review content
portfolio manager’s role
portfolio office’s function
portfolio progress group’s role
staged/phased implementation
DICE® scores
documentation
business case guidance and templates
portfolio-level
portfolio strategies
programme and project information template
see also benefits management framework; benefits realization plans; delivery plans; portfolio dashboards; portfolio financial plans; portfolio management frameworks; portfolio resource schedules; portfolio strategies; stakeholder engagement and communication plans
driver-based models
Driver and Vehicle Licensing Agency (DVLA)
East Hampshire District Council
employee engagement
energized change culture
see also organizational energy
energy states
Enterprise Portfolio Management Council
entry criteria, categories
escalation procedures
management control
multi-level portfolios
portfolio benefits manager’s role
portfolio governance
portfolio manager’s role
portfolio progress group’s role
risk management
see also management by exception
estimating
European Parliament
evolutionary implementation
financial management
see also budgeting; estimating; investment appraisal
financial metrics
see also investment appraisal
financial plans
forecasting
costs and benefits
resource availability
gap analysis
gap closure
governance
energized change culture
see also organizational governance; portfolio governance
graphical representations
see also portfolio maps
health check assessments
Heintzman, R., and Marson, B.
Highways Agency
HM Revenue and Customs (HMRC)
Home Office portfolio dashboard delivery assessment
impact assessment, portfolio management
implementation
see also delivery; post-implementation reviews
inaccuracy of forecasting
incremental implementation
information technology see software
initiatives see change initiatives
internal rate of return (IRR)
investment appraisal
data reliability
portfolio benefits manager’s role
portfolio direction group’s role
portfolio manager’s role
reviews
staged/phased implementation
templates
investment committees (ICs)
investment criteria
categorization and
IT see software
Jeffery, M., and Leliveld, I.
key performance indicators (KPIs)
management by exception
see also escalation procedures
management control
mandatory projects, prioritization
media
metrics
see also financial metrics
Ministry of Defence
MIT
monitoring see progress monitoring
MSP (Managing Successful Programmes)
benefits management
benefits modelling and value profiling
‘programme’ and ‘programme management’ definitions
role descriptions
transformational flow
multi-criteria analysis (MCA)
multi-level portfolios
National Audit Office
net present value (NPV)
objectives
portfolio management
see also strategic objectives
‘one version of the truth’
optimism bias
organizational energy
organizational governance
organizational portfolios, change initiative inclusion
P3M3®
P3O model
pair-wise comparisons
‘parent’ and ‘grandparent’ portfolio reviews
payback, prioritization metric
performance management
business cases
collaborative working
portfolio-level review content
portfolio management and
portfolio office’s function
stakeholder engagement
see also portfolio dashboards
performance monitoring
PESTLE analysis
Peterborough City Council
planning
portfolio definition cycle
see also strategic and business planning
Porter’s five forces analysis
portfolio, definition
portfolio benefits management framework see benefits management framework
portfolio benefits manager see benefits managers
portfolio benefits realization plans see benefits realization plans
portfolio boards
portfolio dashboards
benefits management
dependency management
example
financial management
Home Office
management control
portfolio benefits manager’s role
portfolio manager’s role
portfolio office’s function
purpose and content
risk management
portfolio definition cycles
portfolio direction group’s role
portfolio management model
practices
portfolio delivery cycles
portfolio management model
portfolio progress group’s role
practices
portfolio delivery plans see delivery plans
portfolio direction groups (PDGs)
portfolio directors
portfolio effectiveness reviews see portfolio-level reviews
portfolio financial plans
portfolio governance
budgeting
portfolio management frameworks
portfolio-level documentation see documentation
portfolio-level reviews
benefits management
portfolio benefits manager’s role
portfolio direction group’s role
risk management
sustaining progress
portfolio management
budgeting
definition
health check assessment
impact assessment
performance management and
resource management
staged/phased implementation
strategic and business planning
strategic objectives and
portfolio management cycles
see also portfolio definition cycles; portfolio delivery cycles
portfolio management frameworks
management control processes
portfolio direction group’s role
portfolio director’s role
portfolio governance
portfolio manager’s role
purpose and content
risk management strategy
stakeholder engagement and communication plans
portfolio management model
see also portfolio management principles
portfolio management practices
portfolio management principles
portfolio managers, role description
portfolio maps
portfolio offices
balancing
change initiatives
collaborative working
delivery
dependency management
information collection
management control activities
multi-level portfolio governance
portfolio dashboards
portfolio delivery plans
portfolio director’s role
portfolio governance
portfolio strategies
progress monitoring
reporting
role in reviews
stakeholder engagement
standards
portfolio progress groups (PPGs)
portfolio resource schedules
portfolio segmentation
see also categorization
portfolio skills registers
portfolio strategies
as baseline
business change directors
documentation
portfolio definition cycle output
portfolio direction group’s role
portfolio manager’s role
portfolio office’s function
purpose and content
post-implementation reviews
PRINCE2™
prioritization
categorization and
information reliability
investment criteria
performance monitoring
portfolio direction group’s role
portfolio manager’s role
portfolio segmentation
risk management
senior management and
strategic objectives and
value profiling
prioritization reviews
productive energy
programme, definition
programme management
definition
portfolio management and
portfolio offices and
programme and project information template
programmes
portfolios and
see also change initiatives; P3O model
progress
sustaining
see also portfolio progress groups (PPGs)
progress monitoring
see also reviews
progress reporting
project, definition
project management
definition
portfolio management and
portfolio offices and
projects
portfolios and
see also change initiatives
public sector service value chain
quick wins
rating and weighting
reference class forecasting
reliability see accuracy of forecasting
reporting
benefits management
consultation on formats
existing information systems and
portfolio benefits manager’s role
portfolio manager’s role
portfolio office
progress reporting
risk management
rules for
see also portfolio dashboards
resigned energy
resource forecasting
resource management
balancing
categorization and
multi-level portfolios
portfolio direction group’s role
portfolio director’s role
portfolio-level reviews
portfolio management and
portfolio office’s function
portfolio progress group’s role
stage/phase gates and
see also employee engagement; financial management
resource schedules
‘return or attractiveness’
reviews
dependency management
investment appraisal
management control
portfolio direction group’s role
portfolio office’s role
portfolio progress group’s role
risk management
stage/phase gates
benefits management
benefits manager’s role
portfolio office’s function
risk management and
sub-portfolios
see also portfolio-level reviews; post-implementation reviews; prioritization reviews; progress monitoring
reward and recognition processes
‘risk or achievability’
risk management
risk potential assessments
role descriptions
‘run the business, change the business’
scalability
segmentation
senior management
decision-conferencing
energized change culture
implementation
sustaining progress
service profit chain
service transformation agreement
skills registers
software
stage/phase gates
funding release
management control
resource allocation
reviews
benefits management
benefits manager’s role
portfolio office’s function
risk management and
staged/phased implementation
stakeholder categorization
stakeholder engagement
champion-challenger model
consultation on reporting formats
portfolio-level reviews
sustaining progress
workshops
see also employee engagement
stakeholder engagement and communication plans
Standard Chartered Bank, benefits management guidelines
standards
portfolio benefits manager’s role
portfolio office’s function
resource forecasting
start gates
strategic and business planning
strategic objectives
alignment with change initiatives
balancing
categorization and
pair-wise comparisons
portfolio management and
portfolio office’s function
sub-categories
sub-portfolios
supply, resource management
sustaining progress
SWOT analysis
top-down approaches
‘Tornado’ diagrams
training
transparency
understanding, portfolio definition cycle practice
Val IT™
validation
benefits
estimates
valuation of benefits
value and cost matrix
value management
value profiling
weighting and rating
Weill and Ross
workshops
benefits-mapping workshops
stakeholder engagement
YouTube