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A. Stakeholders understand how portfolio decisions are made

B. Lessons learned are disseminated and acted upon

C. Roles, responsibilities and accountabilities are clearly defined

D. The portfolio is reviewed regularly

A. Collaborative working between the Portfolio Office and the organizations communications experts

B. Guidance and templates for business case preparation

C. A consistent approach to benefits categorization

D. Tailored investment criteria

A. A portfolio-level Benefits Realization Plan

B. Inclusion of re-appraisal of benefits in portfolio-level reviews

C. Demonstrable senior management commitment

D. Clear arrangements for benefits tracking

A. Portfolio Management Framework

B. Portfolio Benefits Management Framework

C. Portfolio Dashboard

D. Portfolio Benefits Realization Plan

A. Modify a version of the prioritization practice to focus on dependencies

B. Highlight key dependencies on the portfolio schedule

C. Organize sessions for initiatives to agree potential dependencies

D. Organize a workshop to identify key dependencies

A. Ensuring that a consistent fit for purpose' approach to benefits management is applied across the portfolio

B. The role that is responsible for approving changes to the portfolio delivery practices

C. The governance body responsible for monitoring portfolio progress and resolving issues that may compromise delivery and benefits realization

D. The governance body where decisions about inclusion of initiatives in the portfolio are made

A. The Portfolio Strategy provides the baseline information against which progress can be monitored

B. The content of the Portfolio Strategy is best communicated by means of tables and graphs

C. The Portfolio Progress Group / Change Delivery Committee lead the creation of the Portfolio Strategy

D. The resulting documentation provides a clear line of sight'

A. Staff do only the minimum that is required

B. Staff actively hinder change and innovation

C. Staff are happy with the way things are

D. Staff are keen on problem solving and identifying new initiatives

A. Management by exception

B. Energized change culture

C. Risk management

D. Balance

A. To identify change initiatives required to close the gap between current and target performance

B. To prioritize initiatives within the current portfolio to identify which are the organization's most important initiatives

C. To identify resource requirements for business as usual against those required to deliver strategic changes

D. To identify the gap between where the organization will be on current trajectory and where it needs to be to achieve its strategic objectives.