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

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

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

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

A.Balancing follows preparation of the Portfolio Strategy and Delivery Plan

B.Algorithms and investment rules may guide decision-making

C.Findings may be presented in a graphical format

D.The portfolio governance body should understand its role in balancing the portfolio

A.Emphasising the need to operate as one team

B.Understanding the demand for constrained resources

C.Motivating people to commit to the delivery of shared goals

D.Scheduling portfolio initiatives to avoid adversely impacting operational performance

A.Regular review of risks across the portfolio

B.Clearly describing arrangements for benefits tracking and reporting

C.Applying staged release of funding linked to stage gates

D.Using stage gates to ensure initiatives are reviewed consistently based on strategic contribution and risk

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

B.Tailored investment criteria

C.A consistent approach to benefits categorization

D.Guidance and templates for business case preparation