Portfolio management Firm & Enterprise
Which engagement is actually in trouble.
Running one implementation is a delivery problem. Running six is a different one, and opening six projects in turn to answer it is how a practice finds out about a slipping go-live in week nine instead of week three.
Portfolio dashboard
The view a principal needs, not the one a delivery lead needs.
The project dashboard answers "how is this engagement going". The portfolio dashboard answers a different question: of everything we are running, what needs me today.
Engagements by readiness
What rolls up
The same numbers, summed across the book of work.
Nothing new to maintain. Every figure here already exists on the individual projects — the portfolio view just stops you opening six tabs to assemble it by hand.
Readiness, compared
Every engagement's weighted score against the same threshold, so "which go-live is at risk" is a glance rather than a meeting. Scores computed the same way on every project is what makes the comparison mean anything.
Open gates, everywhere
Unsigned phase sign-offs counted across the whole portfolio, with the engagement and the owner against each. Gate discipline stops depending on whoever remembers to chase.
Demand across engagements
A consultant allocated to three projects is over-committed in a way no single project can see. Portfolio capacity sums the demand and names the people who are past their capacity.
P1 defects and live risks
Open P1s and high-impact, high-probability risks across every client, so the weekly practice review starts from a list rather than from memory.
Migration reconciliation status
How many objects are still short of reconciled, per engagement. The number that most reliably predicts a bad cutover, tracked across all of them.
Unowned handovers
Critical responsibilities with no named successor, across every engagement including closed ones. This is where a practice discovers it is still running a client's month-end for free.
The practice problem
Six projects, one of them lying to you.
Every engagement reports itself as fine until it is not. The one in trouble is rarely the one being discussed, because the delivery lead closest to it is the person least able to see it from the outside.
A portfolio view does not fix that by adding reporting. It fixes it by making the same three numbers comparable across engagements — readiness against threshold, open gates, unstaffed hours — so the outlier is visible without anyone having to raise it.
The reason it works here is that every project runs the same method. Comparing readiness scores between two engagements only means something when both were scored against the same criteria, with the same weights, by the same rules.
Included with Firm and Enterprise
Portfolio management and portfolio dashboards come with the Firm plan, alongside cloud projects and shared editing. Solo and Practice run projects individually.
See your whole book of work at once.
Bring two live engagements and look at them side by side.