PLANTA Portfolio

 

Portfolio Management Requirements

·         From the strategy and strategic initiatives, through to the project (group/company/area)

·         Closed loop with a clearly defined data set

 

 

Process-Oriented Planning

PLANTA Portfolio enables you to plan and control ideas, plans and projects on a process-oriented basis.

·         A standard process model (corresponding to DIN standard 69901-2) is included. Other process models such as PMI or PRINCE2 can easily be implemented.

·         However, depending on your company’s requirements, you can also use customer-specific processes or include new process steps in existing models manually.

·         The phase model shows the process steps by phases (e.g. ideas, plans). The status of every process step in the phase is clear (e.g. open, rejected, accepted, completed, cancelled, incomplete).

·         When all process steps have been set to completed, the phase is approved and the next phase opens automatically. News can be sent, when the phase has been approved. The news distribution type (e-mail or pop-up message) can be defined for each employee in advance.

 

 

PLANTA Portfolio Workflow

PLANTA Portfolio enables project portfolios to be created and analyzed – even across multiple years – and supports all the phases of portfolio management, from the definition of evaluation criteria through the classification of ideas, plans and projects, their prioritization, to the monitoring of objectives and projects.

 

 

Definition of Evaluation Criteria

·         If you want to determine those projects that are best suited to the corporate strategy from a selection of projects, you first have to define the evaluation criteria and risks. They are used as a basis for the strategic evaluation of project ideas, plans and projects.

·         The evaluation criteria and their weighting are defined and maintained in the Portfolio master data.

·         The total objective contribution (strategy contribution) and the risk value of the project ideas are calculated by the weighting of the evaluation criteria.

·         Evaluation criteria can be created for each area. Areas are e.g. investments, projects, products etc.

 

Evaluation Criteria

 

 

Definition of Risks and Objective Contribution

·         Risks that could adversely affect project progress are systematically recorded, analyzed and controlled.

·         New risks must be identified at an early stage and known ones must be reevaluated continuously.

·         Possible project risks are weighted and formulated as questions.

·         The risk value is determined in % based on the questions compiled in the risk checklist.

·         Similarly, strategic divisional objectives are structured into main objectives and sub-objectives, which are described with additional information on priority, category, end date, budget and status and are released for evaluation.

 

Risk Checklist

 

 

Description of Planning Objects

·         In Core Data modules, ideas, plans and projects are created and described in detail.

·         Here, information about objective, scope and the possible consequences of non-realization, costs, effort, benefits and key performance indicators is collected. The individual cost and effort budgets can be released separately.

 

 

Evaluation

·         The described project ideas, plans and projects are evaluated with regard to objective contribution, risk and profitability.

·         Evaluation criteria, relevant for the weighting of the project idea, together with objective contribution and risk value are displayed.

 

 

Prioritization

Project ideas, plans and projects are prioritized with regard to reference values such as profitability, market orientation etc. Costs and efforts of the project ideas, plans and projects assigned to the period of the portfolio are totalled and can be compared with the portfolio budget.

On this basis, it is possible to decide which projects are to be executed and which are not.

 

 

Feasibility Check

·         The resource availability (department, skills) is checked for projects, plans and ideas included in portfolios.

·         Ideas and plans can simply be moved with the mouse in order to optimize resources.

 

 

Portfolio Approval

Ideas, plans and projects are prioritized and assigned to the portfolio. As a result, the portfolio is approved. Now, it can be decided whether ideas become plans or whether plans become projects that can be planned in detail in PLANTA Project.

 

 

Portfolio Monitoring

The portfolio status is controlled by the status of single ideas, plans and projects. A check on the achievement of objectives is also possible. The portfolio status report, which contains all the relevant information, is used for portfolio monitoring.

 

Portfolio Evaluation

PLANTA Portfolio offers flexible analysis options for projects, plans and ideas based on various parameters in order to decide whether investment in a project should continue, for example. Portfolio analyses for a key date and trend analyses for project costs and revenues can be created.

 

In PLANTA Portfolio, various portfolio analyses are possible with simple pushbutton functions. Bubble charts are displayed for two selected reference values and a spider web diagram when all reference values are to be viewed.

 

 

Portfolio Overview

·         In the Portfolio Overview module the portfolio manager has a quick overview of the existing portfolios.

·         For every portfolio, certain items of portfolio data are displayed graphically in the appropriate areas.

·         The ideas, plans and projects assigned to the portfolio are displayed below the graphics.

 

 

Benefits of PLANTA Portfolio at a Glance

With PLANTA Portfolio, PLANTA offers a solution for strategic corporate planning. Portfolio managers are supported from standardized administration of investment plans down to project controlling activities. Cyclical portfolio creation in PLANTA Portfolio enables an organization to draw up a coordinated and realistic portfolio on a sound and objective-oriented basis, also year comprehensive.

 

• Systematic and strategy-oriented planning of the project portfolio in accordance with validated criteria
• Optimization of investment decisions – investing in the “right” projects
• Planning and use of resources according to the planned project portfolio
• Timely identification of opportunities and risks
• Reduction in the number of projects to the appropriate amount