Project status was self-reported. The traffic light was green until a deep review found the programme was 4 months late and $1.3M over.
The enterprise ran 85 active projects. Status reporting was a weekly ritual: project managers updated a RAG (red/amber/green) field in a spreadsheet. A $3.2M programme had been green for 7 consecutive months. A portfolio deep-dive triggered by a separate budget concern revealed the programme was 40% over budget and 4 months behind the original timeline. The project manager had been reporting based on "team morale and activity level," not milestones or earned value. No system challenged the self-reported status. The board had been making investment decisions based on optimism, not data.
Portfolio management replaced self-reported RAG with earned value tracking, planned-vs-actual budget comparison, and milestone-based schedule performance. Dashboard heatmaps surface risk and variance across the full portfolio without relying on PM self-assessment. Structured intake uses weighted prioritization scoring, ranking every new request against defined critical factors, so decisions are auditable and transparent. What-if scenario planning simulates budget, capacity, and timeline trade-offs before the steering committee meets. Gantt, PERT/CPM, and Kanban views give drill-down visibility from portfolio level to individual task status. Every project links upward through the OKR hierarchy, so the board sees portfolio alignment score alongside financial performance.
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