Infrastructure project portfolio management system
The Programme Manager sees the progress of infrastructure projects, funding and interdependencies. Delays and risks can be measured by the impact on the entire programme.
Project reports are combined according to different time frame, scope and meaning of progress and financial status. The program manager has difficulty comparing the progress of projects and spotting in time how the delay of one project will affect others.
How the solution works
- The program defines its outcome, scope of projects and decision powers.
- Projects present the statuses, forecasts and their assumptions in force during the agreed period.
- The team checks whether the data is comparable, what is missing from it, and how changes in one project affect others.
- A significant exception is prepared for authorized review with possible alternatives.
- The approved decision is returned to the projects, and the report preserves the version of information used.
Key challenges
- Public developer reports are prepared manually
Solution capabilities
Programme Result and Scope
Projects are linked to a shared service or result, separating what the program is actually responsible for.
Comparison of indicators
Each value has a formula, period and source. Incomparable volumes are not aggregated into an allegedly equal average of progress.
Project dependencies
A general permit, merger, infrastructure section or funding clause shows how one delay affects another result.
Proceedings of the Exception and Decision
The management is given a question requiring its decision, the reason and the effect on the program. After the decision, the team updates the plan and reports on its execution.
Background to the report
The customer's report is associated with the facts and date used; a subsequent correction must not overwrite the basis of the previous decision inconspicuously.
Business context
- Public developer reports are prepared manually
- Project reports are combined according to different time frame, scope and meaning of progress and financial status. The program manager has difficulty comparing the progress of projects and spotting in time how the delay of one project will affect others.
- The customer can assess the program's overall commitments
- Delays in one project can affect the launch or funding progress of other objects. Comparable data allows you to see these dependencies and justify a change in priorities. The program report becomes the basis for specific decisions for the developer, funder and execution teams.
Core features
- Programme Result and Scope
- Comparison of indicators
- Project dependencies
- Proceedings of the Exception and Decision
- Background to the report
Key integrations
- Project management sources
- Stage approved, term forecast, dependency and authorized project response.
- Finance and Funding Data
- Existing limits, actual amounts and clearly separated estimates.
- Project Decision Papers
- The report used the validation basis and its version.
Potential impact (%)
The ranges indicate an illustrative relative change in the metric under the stated assumptions. Results depend on the starting position and actual use of the solution. Percentages for different metrics must not be added together.
Work on drawing up a programme report
12–36%Decreasing
This illustrative scenario assumes that 30-60% of manual data entry and handover work can be addressed. That share is assumed to fall by 40-60%. Company data is needed to verify both the addressable workload and the resulting change.
The active preparation and reconciliation hours are compared for the same report volume.
Delays in the transfer of significant dependencies
6–25%Decreasing
This illustrative scenario assumes that 20-50% of waiting caused by missing information or unclear responsibility can be addressed. That share is assumed to fall by 30-50%. Company data is needed to verify both the addressable share and the resulting change.
Measure the time between receiving a reliable change in addiction and submitting it to the required review.
Conditional calculation scenarios. The assumptions have not been validated against client measurements.
When this solution is relevant
- Several projects use the same teams, budgets, or infrastructure, and the delay of one project changes the course of others.
- The management has to manually combine reports from different periods of progress, costs and forecasts.
Project scope and implementation
For project reports, uniform definitions of indicators and deadlines for updating data are agreed. The overall plan links the work, teams, and decisions on which several projects depend. A single independent project may be sufficient for its management tools.
Further development options
- Comparison of funding options against approved project and service assumptions
- Comparison of the scope and solutions of complementary programmes against harmonised indicator thresholds