PLANTA Portfolio

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.
Process Status

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 can affect the project progress are systematically recorded, analyzed, and controlled. New risks must be identified at an early stage and known risks must be reevaluated continuously. Possible project risks are formulated as questions and weighted. The risk value is determined in % based on the questions compiled in the Risk Checklist module.

Risk Checklist

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

Description of Planning Objects

In core data modules, ideas, plans and projects are created and described in detail. Here, information on objective, scope, and the possible consequences of non-realization, costs, effort, benefits, and key performance indicators are collected. The individual cost and effort budgets can be released separately.


The described project ideas, plans, and projects are evaluated with regard to objective contribution, risk and cost effectiveness. Evaluation criteria relevant for the weighting of the project idea, together with objective contribution and risk value are displayed.


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: Simulation

The utilization of one or more departments is displayed. By moving the project with the mouse, resource conflicts can be solved. Such simulations can be created, edited, saved, and exported to PowerPoint as a road map at the click of a button.

Portfolio is Approved

The costs and effort of the project, ideas, plans and projects assigned to the period of the portfolio are totaled and can be compared with the portfolio budget. The portfolio budget can be released for the respective period (required yearly tranche).

The approval of a proposal budget and the release of a proposal turns into a project, which is then in detail in PLANTA Project.

Portfolio Monitoring: Quality Gates

Quality Gates („Milestones of the portfolio manager“) enable you to organize the project implementation phase more transparently by means of scheduled section checks and to better track the project progress. The portfolio manager defines quality gates and assigns them to the planning objects. With the help of the data created by the project manager, the portfolio manager controls the current status of the achievement of the preset quality gates.

Portfolio Monitoring: Status Reports

The portfolio status is monitored by the status of single ideas, plans and projects. This enables you to monitor the achievement of objectives. The portfolio manager can create status reports for each portfolio. The analysis is carried out directly on screen.


In the Info Board module, the portfolio manager has a quick overview of the existing portfolios. For each portfolio, numerous diagrams are displayed in different areas to visualize the portfolio development. Risks, opportunities, evaluation criteria, project estimates, etc.

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
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