A.Being involved fully with programme and project management delivery

B.Possessing sufficient skill to produce timely and reliable analyses

C.Reporting into the Business Change or Portfolio Director

D.Having sufficient status to be effective across the organization

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

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

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

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

A.Reporting via the documented route and schedule

B.Providing a Dashboard Report with a transparent chain from strategic intent to benefits realization

C.Specifying points at which reviews of initiatives are linked to funding release

D.Referring variances from plan that exceed control limits to the portfolio governance body

A.Organize sessions for initiatives to agree potential dependencies

B.Highlight key dependencies on the portfolio schedule

C.Organize a workshop to identify key dependencies

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

A.Post-implementation reviews

B.Regular reporting of progress against plan

C.Staged release of funding

D.Alignment of the portfolio and financial reporting cycles