Where Does Your Strategic Portfolio Management Maturity Stand Today?

Forrester's recent report, Assess Your Strategic Portfolio Management Maturity, highlights the importance of a customer obsessed operating model in building and managing change portfolios. With this in mine, many organizations are unprepared for the dynamic change citing performance against objectives are inconsistent, organizations clinging to project-based portfolio funding and portfolio management ownership falling too low in a company's organization. 

Based on these shortcomings, organizations should evaluate their current portfolio practices to see where improvement could be made. With this in mind, we've created the below assessment based on the four customer-obsessed strategic portfolio management competencies - structure, measurement, process and governance. See the below image for a brief list of the key practices within each customer-obsessed strategic portfolio management competency.

Using these four competencies as a guide, we've created a short 5-minute assessment to help you gage where your strategic portfolio management maturity stands today. This assessment will provide you with a score of your current portfolio management state and give a brief description of what your organization may look like today. The results will allow you to reflect on your maturity in adopting these key customer-obsessed portfolio best practices.

Take the below assessment and find out where your portfolio maturity stands!

What your results mean!

Forrester defines three levels of Portfolio Management maturity: beginner, intermediate, and advanced. 

Advanced -  Above 70%

Your organization operates under an agile, product-based portfolio planning model that supports investment in products and capabilities. Your company embraces strategic planning while funding and prioritizing product and capability-based teams. Performance is measured based on value driven delivery with an emphasis on efficiency and effectiveness.

Intermediate - Between 41% and 70%

Your organization uses project-based funding, but embrace strategic products and programs to continuously plan and create product-based funding decisions with guidance by line of business executives. Portfolio reviews are held on a regular basis, but are a mixture of cost and value-based criteria.

Beginner - Below 40%

Your organization still operates on an annual departmental project-based planning structure. A committee is in charge of funding for projects and decisions based on requirements, estimates and plans. Portfolio progress is measured only by cost and scheduled to be reviews on a quarterly basis. Any changes to budgets require executive level approval and often are very difficult.

For the full Forrester presentation of this information, watch the webinar recording.