What models and frameworks do you use to assess your project portfolio management process?

?? The Project Portfolio Maturity Model (PPMM) provides a structured way to enhance portfolio management and align it with organizational goals. ?? Benchmarking PPMM allows organizations to assess their project management capabilities against industry standards, highlighting areas for improvement. ?? Continuous Improvement Its five levels create a growth roadmap, guiding organizations from basic management to strategic optimization. ?? Strategic Alignment PPMM ensures portfolio management is tactical and value-driven, aligning processes with long-term business objectives. ?? Ultimately, PPMM is crucial for evolving project portfolio management, enabling organizations to remain competitive in a dynamic business environment.

To assess project portfolio management, various models and frameworks can be employed, including PMI's Portfolio Management Professional (PfMP) framework ??, Gartner's ITScore for Project Portfolio Management ?? and the Portfolio, Programme and Project Management Maturity Model (P3M3) ??. These tools evaluate alignment with organizational goals, resource allocation effectiveness, risk management and overall portfolio performance ???.

I highly recommend the Project Portfolio Maturity Model (PPMM) for assessing your PPM process. This powerful framework evaluates your organization's portfolio management capabilities across five levels: initial, emerging, developing, maturing, and optimizing. By benchmarking your current state, the PPMM helps identify strengths and weaknesses, guiding targeted improvement actions. It also ensures alignment between your PPM process, strategic goals, and governance structure. Leveraging the PPMM enables you to make data-driven decisions, optimize resource allocation, and maximize the value of your project portfolio. Whether you're just starting or looking to fine-tune your approach, the PPMM is an essential tool for driving PPM excellence.

From my experience we can use OPM3, it assess an organization ability to consistently and predictably deliver project, program and portfolio to meet strategic objectives, it evaluate three dimensions Another model is P3M3 which assess an organization maturity in managing PPM by providing structured framework for improvement Portfolio maturity model specifically focus on portfolio management maturity to meet strategic objectives. We can use CMMI to improve processes across various domains, SPM for guidelines for portfolio management practice, P3M provides guidance along with principles, process and practice Using one or combination of these models to evaluate maturity , plan area of improvement and enhance capabilities

PMI's 5-Level Project Portfolio Maturity Model Portfolio Management Standard (PfM) Capability Maturity Model Integration (CMMI) Lean Portfolio Management (LPM) Resource Optimization Models Earned Value Management (EVM) Benefit Realization Management (BRM) Portfolio Heat Maps Risk-Adjusted Return on Capital (RAROC) Balanced Scorecard and of course PMI standards of Portfolio management

In Project Portfolio Management, leveraging frameworks like the Project Portfolio Management Framework (PPMF) is paramount. PPMF delineates key elements and processes, fostering standardization, consistency, and quality. Integration with project, program, and change management ensures alignment and synergy across organizational processes. Embracing PPMF exemplifies strategic leadership in optimizing portfolio management for organizational success.

In my opinion, the Project Portfolio Management Framework (PPMF) describes the main PPM processes and includes the processes of defining, analyzing, selecting, executing, and evaluating the portfolio. It assists in ensuring that all the processes are standardized across the portfolio, so that there is uniformity and quality across the results. The Use of this PPMF allows also to integrate with other management disciplines such as project, program, and change management. This encourages and facilitates the making of interrelated decisions and performing work in a more efficient manner.

This section mentions the PPMF (Project Portfolio Management Framework). There is no such framework. Here are the most significant Project Portfolio Management Frameworks and Frameworks that assess the maturity of a PPM process. Project Portfolio Management Frameworks: PMI: The Standard for Portfolio Management Axelos: MoP - principles, practices, and procedures for successful portfolio management Scaled Agile: SAFe Lean Portfolio Project Portfolio Maturity Models: PMI: Introduction to a project portfolio management maturity model Axelos: P3M3 Framework PM Solutions: Project Portfolio Management Maturity Model ScienceDirect: Designing a Portfolio management maturity model (Elena) PM World Journal: Ranking Portfolio Management Maturity

The PPMF is a solid approach for bringing structure and standardization to a complex process. I like how it breaks down portfolio management into clear stages—definition, analysis, selection, execution, and evaluation—making it easier to ensure consistency across projects. It also helps align portfolio decisions with broader organizational goals. That said, while it’s great for maintaining quality and integration with other processes like program and change management, I think flexibility is key. In fast-paced environments, frameworks like PPMF are useful, but they need to leave room for adaptability when priorities shift.

Em minha experiência como gestor de portfólio, o uso do Painel de Gerenciamento de Portfólio de Projetos (PPMD) foi decisivo para melhorar a tomada de decis?es e a comunica??o com as partes interessadas. Em um projeto recente, o PPMD permitiu uma vis?o clara do status de múltiplos projetos, ajudando a identificar um risco em um projeto de TI que, se n?o fosse gerido, impactaria o cronograma de outro projeto. A ferramenta nos permitiu agir rapidamente, ajustando recursos e prazos, evitando maiores problemas e garantindo o alinhamento dos projetos com os objetivos estratégicos da empresa.

I monitor the performance of the portfolio using a dashboard, which is presented to the Executive Committee. This includes the performance of each project based on scope development, costs, risks, and any obstacles to delivery. We also analyze any dependencies and constraints related to market movements or new legal requirements. To do this, we use a Project Portfolio Management (PPM) tool with a dashboard that can display the performance of each project. This allows us to ensure that the executive team is well-informed about the next steps, especially if any project is not performing well.

There is no standardized PPMD. However, one can use any Dashboard software and feed it with data from the PPM process. To be able to do so, one must first define meaningful Key Performance Indicators (KPIs) for the PPM processes. Find the right balance - one or two KPS per process should be enough for the beginning. Since measurement drives behavior, carefully define your process KPIs for the PPM Dashboard. Also, make sure you collect the correct data in the required quality. If you put rubbish in, you get rubbish out. The Dashboard will then become a central element in your PPM governance. I wish you good luck with setting up your PPM Dashboard.

The dashboards available to you will largely depend on the IT infrastructure and applications rules you have in your organisation. For example, if you are already working within the Microsoft cloud and stack of tools, it makes sense to lever things like Power BI, which connect directly to the other apps you already have. If you aren't sure about the rules, what you can and can't use, then speak to IT - they will always help to guide your way.

I evaluate project portfolio management process using a mix of frameworks. The PPM Maturity Model assesses governance and strategic alignment, while value-based prioritization ensures high-ROI initiatives. I use Balanced Scorecard (BSC) to link strategy with KPIs, and regular reviews to track performance.

To assess the project portfolio management process, I rely on the Balanced Scorecard (BSC) framework. It ensures alignment with organizational goals by evaluating projects across key areas—financial performance, customer satisfaction, internal processes, and growth initiatives. This structured approach keeps the portfolio focused on delivering value while balancing short-term and long-term objectives.

Scorecards are uniquely important in PPM as it is something that provides confidence to the Senior team. The error lots of people make is to create scorecards that look just at delivery. We need to look at the whole health of our portfolio including the enablers. PMO teams can support this greatly, so if you are unsure if your scorecards are fit for purpose, speak to them.

- ?? Execute Project Portfolio Management SWOT Analysis (PPMSA) to evaluate strengths, weaknesses, opportunities, and threats. - ?? Use the Balanced Scorecard to align projects with strategic objectives and measure performance across financial, customer, internal process, and learning perspectives. - ?? Apply the MoSCoW method to prioritize projects and tasks by categorizing them as Must-have, Should-have, Could-have, or Won't-have. - ?? Implement the Risk Matrix to assess and prioritize project risks based on their probability and impact. - ?? Use the Stage-Gate process to evaluate projects at key decision points, ensuring alignment with strategic goals and resource availability.

A SWOT analysis is a strategic tool to assess the strengths, weaknesses, opportunities, and threats of the object you assess at that specific time. I recommend using it once to revamp your PPM setup in your organization. However, this is not the proper framework to measure the maturity of your PPM processes over time.

1. Balanced Scorecard: Evaluate projects based on financial, customer, internal processes, and learning/growth perspectives. 2. MoSCoW Method: Prioritize projects into Must-haves, Should-haves, Could-haves, and Won’t-haves. 3. Stage-Gate Process: This framework assesses project readiness at different stages, ensuring alignment with business goals. 4. BCG Matrix: Analyze your portfolio by categorizing projects into Stars, Cash Cows, Question Marks, and Dogs. 5. SWOT Analysis: Identify each project's strengths, weaknesses, opportunities, and threats to inform decision-making. These models help ensure a structured and strategic approach to managing your project portfolio.

Establish a governance model. It will dictate sponsor(s) goals and expectations. Choose and tailor the PPM model accordingly.

One commonly used model is the PMI Project Management Maturity Model (PMMM), which evaluates an organization project management capabilities across different maturity levels. The Portfolio, Program, and Project Management Maturity Model (P3M3) is another useful framework that assesses the maturity of portfolio, program, and project management practices within an organization. The Balanced Scorecard framework can be applied to evaluate the performance of project portfolios by considering financial, customer, internal processes, and learning and growth perspectives. By utilizing these models and frameworks, organizations can identify areas for improvement, enhance project delivery capabilities, and achieve strategic objectives effectively.

All PPM approaches are designed to be tailored to your reality, so ensure that you spend the time to understand what practices will work for you in your environment right now. Do not be afraid to say that you are on a journey and acknowledging that it takes time to get to the goal. Just like strategic objectives, PPM practice is not a one shot deal.