A.Deciding where to invest - 'doing the right things'

B.'Doing the right things' and 'doing things right' at a collective level

C.Ensuring successful initiative delivery - doing things right'

D.'Doing the right things' and 'doing things right' at an individual initiative level

A.Portfolio Definition

B.Energized Change Culture

C.Governance Alignment

D.Establishing a Portfolio Office

A.Stakeholders should be able to see evidence that all changes have been assessed fairly and consistently

B.The Portfolio Office should approve the prioritized list of changes before presentation to management boards

C.Mandatory changes (e.g. legal requirements) do not need to be included in the prioritization exercise

D.Investment criteria used should be the same for each segment of the portfolio

A.A shared vision of what the portfolio is designed to achieve

B.Feeding lessons learned from post-implementation reviews back into forecasting

C.Present findings creatively

D.Defined processes recorded in the Portfolio Management Framework

A.The organization's maturity in project and programme management

B.The organization's track record in terms of customer satisfaction

C.The organization's experience in the use of relevant IT solutions

D.The organization's use of sophisticated approaches