Role Portfolio Management
(com.sap.pct.cprxrpm.port_mgmt_showcase)
Definition
The responsibility of the portfolio management role holder is to maintain alignment with strategic objectives. This role is usually held by an executive in R&D or IT. This is a superordinate role.
The portfolio manager and a systems administrator can allow and control access for a variety of business users for specific, different, second-level navigation areas which would match a user’s individual responsibilities. The roles are a customization allowing different people to have access to selected areas. An IT systems administrator with SAP Enterprise Portal Content Administration rights can be responsible for the administration of the second-level navigation and can create the second level roles. Different second-level roles can be configured for different users or sets of users. In general, the systems administrator will create a new role; add the desired second-level pages (workset) to the new role (Pages/worksets: Portfolio Management, or Item management, or Resource Management, or Analytics);assign user(s) to the new role; repeat to create as many individualized roles as needed.
For
more information aboutcreating roles, see
Creating and Changing
Roles and Worksets.
The portfolio manager can also appoint an administrator role for the PPMDC 4.0 itself. This person will perform all the tasks utilizing the Administration workset. This role can also be created by the systems administrator.
A project portfolio contains all the projects and programs at a given enterprise. A project portfolio, or a sub-portfolio, can also comprise the projects and programs within one department. Project portfolio management views processes across multiple projects, rather than within individual projects, and is based on an iterative process of prioritization, decision-making and monitoring. Therefore, the portfolio management role contains applications that enable you to obtain an overview of the entire project portfolio.
The portfolio management solution is integrated with operational and planning systems. Through monitoring and reporting, you can view how projects are progressing, assess how the project portfolio aligns with strategic corporate objectives, and decide how best to realign resources to accommodate new projects.
You can use two different kinds of monitoring and reporting:
· Decision based: you can identify decision points within the process model and capture the decision support information. Decision based reporting is especially geared to Regulatory reporting. Refer to the User Help for a detailed explanation of the process chain details and decision points.
· KPI based standard reporting: you can monitor key performance indicators to assess the overall health of the portfolio on a regular, ongoing basis because the reporting framework delivers the latest aggregated data at regular intervals.
For more information about the individual tasks, see the workset and individual iView descriptions in this documentation.
· Workset: Portfolio Management
· Workset: Resource Management
· Workset: Reports and Analytics
Activities
The portfolio management role is provided with several basic techniques for working with portfolios and projects:
● Flexible portfolio hierarchies: the overall structure of a portfolio is reflected in the hierarchy of buckets. This allows you flexibility in categorizing the portfolios.
● Portfolio life-cycling: a complete decision process of bringing portfolio items from one gate to the next. You can make all gate decisions in the context of a portfolio.
● Portfolio reviews: are executed as part of a company’s business planning process which may take place annually, bi-annually, quarterly, monthly or ad hoc. As a portfolio manager, your preparation and execution of portfolio reviews is supported by reporting, scoring and simulation for a given set of portfolio items.
● Scoring: you use quantitative and qualitative criteria, based on questionnaires, to derive numerical scores for risk, and other types of soft data. You can implement different scoring models for aggregating data.
● Strategic human resource leveling: you define strategic, long term resource demand in the portfolio, itself; or, you can determine it by bottom up aggregation from the underlying operational system. You can compare structured resource demand against the consolidated portfolio resource availability. You can manage the pipeline of new projects by identifying potential capacity bottlenecks. This allows you to take the right measures to fix constraints.
● Strategic financial resource distribution: in alignment with the portfolio hierarchy, you can aggregate the requested budget from portfolio items, and enable decision makers to efficiently distribute the available budget. By gathering information bottom-up and advising budget top-down in a cyclic way, strategic budgeting is supported.
● Portfolio dashboard and analytics: allow you to analyze value and risks in your portfolio. You can monitor the progress of portfolio items through an easily customizable and personalizable portfolio dashboard.
Integration
This application is process based rather than scenario based. No scenario integration is required for this role.
Processes supported by this component are further described in the individual iView documents which make up the worksets, and in the application help at help.sap.com.