Portfolio management that answers to the strategy
Every project stores the objective it serves and the programme it belongs to. That is why a red project is not just a red project, it is a visible reason a strategic objective is behind, and a set of names on agreements that carry it.
- Portfolio levels
- 3
- Portfolio levels
- Gate types
- 6
- Gate types
- Risk severity scale
- 1–25
- Risk severity scale
- Baseline variance
- Frozen
- Baseline variance
Governance
A gate nobody signed is not a gate
Each stage gate carries its own criteria and a named approver, a project sponsor, a steering committee, or in public-sector tenants an accounting officer. The decision and its notes stay on the record.
- Six gate types, or define your own
- Go, conditional go, hold or no-go, with reasons
- Approver role recorded against every decision
- Steering committee meetings and minutes attached
What is in it
Everything the delivery layer holds
Built for a PMO that has to report upward and a delivery team that has to get work done, without asking either to maintain the other's tool.
Portfolios & programmes
Portfolio holds the strategic objective it serves; programmes group projects underneath it. Budget and sponsor sit at every level.
Stage gates
Concept, feasibility, design, implementation, operations and closure, each with its own criteria and a go, conditional go, hold or no-go decision.
Risk, issue & change
Probability times impact, with mitigate, accept, transfer or avoid responses. Risks can link to the goal they threaten.
Baselines & variance
Freeze the plan once and schedule and cost variance are measured against it, not against whatever the dates were changed to last week.
Budget & profitability
Budget, billable rates, invoicing and margin per project, with effort rolled up from time entries rather than typed in.
Resourcing & capacity
Allocate people across projects, see over-commitment before it happens, and feed real effort back into the project record.
Sprints & timeline
A drag-and-drop sprint board for delivery teams and a timeline view for everyone who needs the dates.
Steering committees
Committees, members, meetings and the decisions taken, so a gate approval has a minute behind it.
Public sector
Service delivery you can evidence
The same portfolio structure, extended for ministries, parastatals and county governments that have to prove delivery to an oversight body rather than describe it.
Performance contracts
Officer agreements referencing the national plan and strategic objective, with targets that point at the same KPIs the portfolio reports on.
Site & coverage mapping
Projects anchor to geographic sites, with county and regional roll-up for executive drill-down across a service area.
Evidence-based progress
Mobile field data collection with photographs and coordinates, so reported progress has something behind it.
Donor funding
Donors, funding agreements and disbursement schedules tracked against the projects they finance.
Getting there
Register loaded in a week, governed in three
Import the register
Bring projects in from a spreadsheet, Jira, Asana, Linear or MS Project. Codes and dates come with them.
Structure the portfolio
Group projects into programmes, and point each portfolio at the strategic objective it exists to move.
Freeze the baseline
Set the plan once. From then on schedule and cost variance are measured against a fixed reference.
Open the gates
Define gate criteria and approvers. Nothing progresses past a gate without a decision on the record.
What changes
What delivery teams report
A project without a parent objective is a question worth asking.
Variance moves against a frozen baseline the moment a gate slips.
A gate cannot close without a named approver and a recorded decision.
Risks, issues, changes and decisions in one place the board can read.
Connect the portfolio to the plan it serves
Import your project register in an afternoon. Point each portfolio at an objective and see, for the first time, which strategic goals your delivery is actually moving.